AOKANG'S Post Crisis Management Of Talents

With the advent of the financial crisis, when the enterprises complain of pay cuts and layoffs, it is another lively scene in the AOKANG group, the largest private shoe making enterprise in China. The students organized by AOKANG university are studying in the quiet and warm classroom, focusing on learning new business processes.

What makes such a spectacle?

How does AOKANG's human resource management get rid of layoffs and pay cuts under heavy pressure?

When the talent reform tradition was set up in modern times as early as in AOKANG, the family management system was abandoned, large numbers of talents were introduced, and the performance appraisal method was introduced, so that all staff clearly defined their post responsibilities, fixed posts, fixed posts, and quantified indicators, thus effectively improving the work efficiency of employees.

In this way, AOKANG broke away from the blood disorder, but could not get rid of the geopolitical restrictions. By 2001, 80% of the company's employees were still Wenzhou native speakers, and they all spoke Wenzhou dialect at work.

So, AOKANG group human resources director Jiang Xinghua led a group of people to start recruitment in the national universities.

Today, more than 90% of the company's managerial personnel come from all over the country, and AOKANG has entered a fast growing period.

With the evolution of the new global competitive environment, the strategic layout of AOKANG's "Centennial AOKANG and global brand" has been rolled out.

In response to this strategy, AOKANG's talent is in urgent need, and the emergency training of the original training department "what is missing and what is needed" has been exhausted.

Thus, after two years of preliminary preparation, in January 2007, AOKANG University, the first enterprise university in China's footwear industry, came into being.

At present, the enterprise university has nearly 80 internal senior lecturers and more than 100 professors from Peking University, Renmin University of China, Shanghai Jiao Tong University, University of Glasgow, etc.

In the specific operation, the successful cases of AOKANG group were compiled into the teaching case database of the college, and the actual combat of teaching was emphasized. Through the discussion and sharing of lecturers and trainees, the interaction of teaching process was emphasized, and the ability of knowledge conversion in practical work was improved.

So far, three EMBA training courses have been successfully held, with more than 200 students enrolled.

The birth of AOKANG university is the implementation of AOKANG's talent concept of "letting talents become the engine of enterprises".

"Garbage is a misplaced fortune". In AOKANG, the management concept is popular: there is no inappropriate person, only an inappropriate position.

The crisis is still a responsibility. Data show that the financial crisis will lead to institutional restructuring and layoffs, and this crisis is not limited to Wall Street and banking. It will also impact the real economy, resulting in unemployment in the real estate, construction, manufacturing, service and tourism industries.

If the rescue measures launched by countries around the world can not work quickly, the number of unemployed people is likely to rise further.

According to the International Labour Organization, the global financial tsunami will result in an increase of about 20 million of the unemployed population by the end of 2009.

In the face of such a severe situation, is the manager as a manufacturing enterprise passive or acquiescence?

Wang Zhentao, President of AOKANG group and his team of human resource management announced the attitude to deal with in practical action.

Social responsibility is the spirit of Wang Zhentao's initiative as a private entrepreneur. He held a speech at the November 8th Wenzhou world conference that "social responsibility is the source of motivation for entrepreneurs."

If an entrepreneur loses his responsibility, he will lose the momentum to move forward. "

What he refers to is the social responsibility of entrepreneurs, first of all, in the interests of shareholders and for the well-being of their employees.

From the three-star estate, to 3000 PHS, and then to the chartered plane to send employees home, the well-being of employees is Wang Zhentao's most important.

In the current difficult period, he said: "as a business owner, how to face the market, win a good opportunity, expand our market, and effectively divert employees, is a good way."

Not abandoning or giving up his employees is highlighting his demeanor as a responsible entrepreneur.

In the paper that AOKANG just introduced to deal with the crisis, "strengthening the whole staff training intensity" was cited as an important measure. "The economic environment is stagnant, and the opportunity cost and the economic cost of investment, training and system construction for human resources will be greatly reduced."

At the same time, according to the 10% annual elimination rate of performance appraisal, we are still strictly implementing.

Jiang Xinghua, who owns a bookcase full of strategic books, is confident when it comes to AOKANG's talent development path.

It is another step for AOKANG to deal with the current economic situation.

Business process reengineering (BPR) is a pformational enterprise management reorganization activity. It is a complex systematic project involving all aspects of the enterprise.

This process reengineering includes: group strategic planning process, annual business plan process, annual budget making process, internal audit process, and human resource planning process.

At present, everything is being implemented in an orderly way.

"The process is like blood in the human body, your brain is smart again, bones are healthy again, blood is blocked, or a weak person."

When it comes to the importance of the process, Jiang Xinghua is so metaphorical.

The relevant business personnel are receiving training and examination of the system in the process, and some students call it "Xin's process".

We feel that the adjustment of the process is scientific and reasonable, and it is gratifying.

For example, the commodity management process has made great improvement from product planning, first order, replenishment management, especially in the first order process, adding two links, through the professional perspective to eliminate the rough and refined products, and avoid the blindness of the provincial company's orders; for example, in the product planning process and market expansion process, the provincial company's general manager's decision-making authority has been increased, so that the branch has greater operational autonomy to cope with a more flexible market environment.

According to Jiang Xinghua, he recently traveled to Wuhan and Ningbo. After investigation, it was found that the delivery time between the branches of the branch was shortened, the contradiction between the departments was reduced, and the work efficiency had been greatly improved. The practice of relaxing the tendon and living pulse was really effective.

At last, Jiang Xinghua walked up to the white board on the right side of his office and sighed at the top of the paper, which was drawn with pen. These are all the processes and summaries of AOKANG's human resource management thought. AOKANG's human resource management still has a long way to go. This road is going to rain and rain, intertwining crises and changes, roles and positioning, glory and dreams.

But this road has a clear road sign, that is, Wang Zhentao, President of AOKANG group and AOKANG university president, has always been thinking: strive to cultivate practical talents.